Relationshp Management

8/3/2019 Relationshp Management

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RELATIONSHIPMANAGEMENT

BY: SANCHIT SHARMA

SWETANK CHATURVEDI


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Industrial relations

Industrial relations is a multidisciplinary field that studies

the employment relationship. Industrial relations is increasingly

being called employment relations because of the importance of

non-industrial employment relationships. Many outsiders[

alsoequate industrial relations to labor relations. Industrial relations

studies examine various employment situations, not just ones

with a unionized workforce.


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Overview

Industrial relations has three faces:

In the science building face, industrial relations is part of the social sciences, and it

seeks to understand the employment relationship and its institutions through high-

quality, rigorous research. In this vein, industrial relations scholarship intersects

with scholarship in labor economics, industrial sociology, labor and social history,human resource management, political science, law, and other areas.

In the problem solving face, industrial relations seeks to design policies and

institutions to help the employment relationship work better.

In the ethical face, industrial relations contains strong normative principles about

workers and the employment relationship, especially the rejection of treating labor

as a commodity in favor of seeing workers as human beings in democratic

communities entitled to human rights.


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Industrial Relations Today

Industrial relations today is in crisis. In academia, its traditional

positions are threatened on one side by the dominance of

mainstream economics and organizational behavior, and on the

other by postmodernism. In policy-making circles, the industrial

relations emphasis on institutional intervention is trumped by a

neoliberal emphasis on the laissez faire promotion of free markets.

In practice, labor unions are declining and fewer companies have

industrial relations functions. The number of academic programs

in industrial relations is therefore shrinking, and scholars are

leaving the field for other areas, especially human resource

management and organizational behavior. The importance of work,however, is stronger than ever, and the lessons of industrial

relations remain vital. The challenge for industrial relations is to

re-establish these connections with the broader academic, policy,

and business worlds.


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Negotiation

Negotiation is a dialogue between two or more people or parties,

intended to reach an understanding, resolve point of difference, or gain

advantage in outcome of dialogue, to produce an agreement upon

courses of action, to bargain for individual or collective advantage, to

craft outcomes to satisfy various interests of two people/parties

involved in negotiation process. Negotiation is a process where eachparty involved in negotiating tries to gain an advantage for themselves

by the end of the process. Negotiation is intended to aim

at compromise.

Negotiation occurs in business, non-profit organizations, government

branches, legal proceedings, among nations and in personal situationssuch as marriage, divorce, parenting, and everyday life. The study of

the subject is called negotiation theory. Professional negotiators are

often specialized, such as union negotiators, leverage buyout

negotiators,peace negotiators, hostage negotiators, or may work

under other titles, such as diplomats, legislators or brokers.


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Arbitration

Arbitration, a form of alternative dispute resolution (ADR), is

a legal technique for the resolution of disputes outside the courts,

where the parties to a dispute refer it to one or more persons (the

"arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the

"award") they agree to be bound. It is a settlement technique in whicha third party reviews the case and imposes a decision that is legally

binding for both sides. Other forms of ADR include mediation(a form

of settlement negotiation facilitated by a neutral third party) and non-

binding resolution by experts. Arbitration is often used for the

resolution of commercial disputes, particularly in the context

of international commercial transactions. The use of arbitration is also

frequently employed in consumer and employment matters, where

arbitration may be mandated by the terms of employment or

commercial contracts.


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Arbitration can be either voluntary or mandatory (although

mandatory arbitration can only come from a statute or from a

contract that is voluntarily entered into, where the parties agree to

hold all disputes to arbitration, without knowing, specifically, what

disputes will ever occur) and can be either binding or non-binding.

Non-binding arbitration is, on the surface, similar to mediation.

However, the principal distinction is that whereas a mediator willtry to help the parties find a middle ground on which to

compromise, the (non-binding) arbitrator remains totally removed

from the settlement process and will only give a determination of

liability and, if appropriate, an indication of the quantum of

damages payable.


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DISCIPLINE


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CONFLICT

MANAGEMENT


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Conflict is when two or more values, perspectives and opinions

are contradictory in nature and haven't been aligned or agreed.

WHAT IS CONFLICT

Conflict is often needed. It:

1. Helps to raise and address problems.

2. Energizes work to be on the most appropriate issues.

3. Helps people be real, for example, it motivates them to

participate.

4. Helps people learn how to recognize and benefit from their

differences.

Conflict is not the same as discomfort.

The conflict isn't the problem - it is when conflict is poorly

managed that is the problem


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Substantive Conflict

disagreement over goals, resources, rewards, policies, procedures,

and job assignments.

Emotional Conflict

results from feelings of anger, distrust, dislike, fear, and resentment,

as well as relationship problems.

Functional Conflict

stimulates us toward greater work efforts, more creativity in problemsolving, and even to cooperate more with others.

Dysfunctional Conflict

Is destructive and hurts task performance

TYPES OF CONFLICTS


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downplayingdisagreement,withdrawing, stayingneutral at all costs

giving in and smoothingover differences tomaintainharmony

trying to win in activecompetition, or using

authority to win by force

bargaining for something

acceptable so each partywins and loses a bit

working throughdifferences to solveproblems so that everyonegains


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Lose-lose

no one achieves his or her true desires and the underlying reasonsfor conflict remain unaffected.

Competitionuses force, superior skill, or domination to win a conflict.

Compromiseoccurs when each party to the conflict gives up something of value to theother.

Win-loseone party achieves its desires and the other party does not.

Collaboration

involves working through conflict differences and solving problems soeveryone wins.

Win-winthe conflict is resolved to everyones benefit.

OUTCOMES OF CONFLICT


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Relationshp Management

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